Why fundraisers need to embrace the new norm … volatility

There has never been a better time for fundraisers to lead on change.

To create great fundraising in the institutions we serve we no longer have a choice, all of us must lead on change.

Most of my for-purpose organisation clients are in a change-management process but by the time they’ve completed the process, with social and technological change accelerating exponentially, they need to start again! It’s a pointless exercise in which fundraisers and fundraising teams are as frustrated as the rest of the organisation.

We know, from our daily experience, the hierarchical structures and processes our for-purpose institutions have used for decades are no longer up to the task of winning in this faster moving world.

The greatest challenge fundraising leaders face today is how to stay competitive amid this constant turbulence and disruption. To meet the challenge we need to embrace volatility, to embrace it with lean thinking and agility.

Fundraisers in organisations sometimes experience a volatility embracing moment, a “thinking wrong” moment, where the mind opens to the possibility of leaders leading at all levels, yielding a totally new way of working both in their fundraising team and across their organisation; just imagine that!

“The world has seen enough appointed committees. Then there’s bureaucracy, rigid accountability, metrics that measure certain things that are relevant right now but discourage people from trying new things.” (1)

That’s why there has never been a better time for fundraisers to lead on change in their for-purpose organisation.

That’s the why, to learn how to lead on change is why we created FIA’s Fundraising Change Leadership course.

If you’re serious about leading change within the fundraising sector, your organisation, and the mission you serve, consider this …
https://www.fia.org.au/courses/fundraising-change-leadership

 

 

(1.) John P. Kotter Konosuke Matsushita Professor of Leadership, Emeritus  Harvard BusinessSchool.

 

 

 

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